Vacation Rentals & Clubs
Kindred Resort Keystone
Kindred Resort arrived in Keystone as something the market had not seen before: a true luxury hospitality property .
Kindred Resort arrived in Keystone as something the market had not seen before: a true luxury hospitality property .
Kindred Resort arrived in Keystone as something the market had not seen before: a true luxury hospitality property combining over 100 hotel rooms, approximately 85 private condominium residences, and shared amenities across a single development. First of its kind in the region. Complex by design. And operating on a construction timeline that slipped by a year before the first guest arrived.
Sterling Collective was there for all of it.
The scale alone was significant — nearly 200 units requiring individual OS&E packages, all in a remote mountain location with limited truck access and strict delivery scheduling enforced by the site. A one-year construction delay meant inventory had to be sourced, received, and held for extended periods before it could be placed. More than 100 pallets of product were stored offsite during that window.
Without a centralized partner, the developer would have been managing:
That is not a procurement problem. It is an operational infrastructure problem. And it required a partner with the warehouse capacity, logistics flexibility, and coordination depth to absorb it.
Every item was sourced, consolidated, and packed by individual unit before leaving the warehouse. Hotel rooms and condominium residences each received their own labeled, organized packages — so when deliveries arrived on-site, installation teams could move unit to unit without sorting through mixed inventory or cross-referencing manifests.
Deliveries were phased to track with actual construction progress rather than the original schedule, which meant adapting continuously as timelines shifted. Sterling Collective held the inventory, managed the storage, and coordinated each delivery window with the developer and operations teams to ensure the right product arrived at the right time with the right staffing in place to receive it.
The results of that approach showed up directly in the budget. The client avoided tens of thousands of dollars in third-party receiving and storage fees. Negotiated pricing through Sterling Collective’s vendor relationships included approximately 20% discounts on mattresses alone. Installation labor was reduced significantly because the pack-by-unit methodology eliminated the on-site sorting that typically consumes hours per floor.
The initial scope covered full OS&E packages across all hotel rooms and condominium units, including:
Following the initial rollout, the scope expanded to include the clubhouse, fitness center, and additional shared amenity spaces — a direct reflection of confidence in the execution.
Inventory Smart was implemented across the property, giving the operations team real-time visibility into what is stocked, what needs replenishment, and what is on order. Ongoing management runs through the same platform.
100+ hotel rooms Full OS&E packages delivered and installation-ready
~85 condo units Private residences outfitted alongside hotel inventory
100+ pallets Stored offsite during the one-year construction delay
Tens of thousands saved In third-party receiving and warehousing fees avoided
~20% discount Negotiated on mattresses through Sterling Collective vendor relationships
Expanded scope Clubhouse, fitness center, and shared amenities added following initial delivery
Inventory Smart Deployed for ongoing real-time inventory management and replenishment
Large hospitality projects carry procurement risk that compounds with every layer of complexity added — more units, more vendors, tighter site access, longer timelines. The conventional approach of managing those layers independently creates fragility. One delayed vendor, one missed delivery window, one miscommunication about what goes in which room, and the ripple effects reach the opening date.
Sterling Collective’s role at Kindred was to remove that fragility entirely. Single point of contact across sourcing, warehousing, logistics, and delivery. A technology layer that keeps inventory visible and replenishment running. And the operational flexibility to absorb a year-long construction delay without the project losing momentum.
The opening date does not move because of a procurement problem. Not when Sterling Collective is running the operation.
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